When growth is in your title, you better be growing, or you're not doing your job right ... There's a lot of accountability in that role.

Of the companies I've hands-on worked [with] in the early days of bringing them to market, I think five of them reached billion-dollar plus valuations, and I would say, in each of those companies, that the most important growth driver was eventually strong, organic word-of-mouth.

At the end of the day, if you've got great engagement but very few people, you make very little impact as a business.

What's different about growth now than maybe 10 or 20 years ago is that we just have so much more data to work with, so it's become this more scientific data-driven approach, but at the same time, the sort of empathy and psychology side, and even creativity, is still really important.

Figure out the engine that already has strong organic growth, and then test to see [if] an incentive accelerates that further.

Get people to think in terms of facts and hypotheses. Everything is a hypothesis until it's proven through experiments, or data, or you've got direct customer feedback enough times where you can really make a case that that's a hypothesis supported with a lot of data and insights.